Will human resource development survive?

Abstract

We, the authors, experience human resource development (HRD) as a paradox. This is a time when HRD appears to be at its strongest in terms of publications and research outputs and when the environment appears right for HRD to demonstrate clear value-added to key stakeholders. However, in other ways, HRD appears inner directed and without substantial impact: publications seem to preach to the converted; HRD research and, to some degree, practice appear divorced from real-time problems in organizations; HRD professionals see their work being completed by those from other professions; there is limited evidence that HRD has really moved far from the fad-ridden gutters of false short-term training panaceas; and practitioners are still measuring training person-hours rather than the relationship between learning and productivity.Every year, the members of the ASTD Research-to-Practice Committee are given an opportunity to write an editorial for HRDQ. Two years ago, Dilworth (2001) described the committee' s work in exploring the future of HRD. Last year, Short, Brandenburg, May, and Bierema (2002) summarized the main trends identified by that work, focusing on the implications for HRD of the increasing pressure for organizations to deliver shareholder value, the trend toward globalization, and the need for just-in-time products, services, and solutions. Since then the work has been extended and prepared for publication in a forthcoming issue of Advances in Developing Human Resources.From this body of work a number of major challenges have emerged. These are macro issues that address the question: What challenges must the HRD profession overcome to ensure the effectiveness and success of the field in the coming years? Here, we set out challenges to provoke thought and action. Our intention is to encourage HRD' s multiple stakeholders to join in a spirited discussion on the future of HRD.

Towards an Understanding of HRDLean Strategy Linkages: A Multicase Study of Four U.S. Based Firms

“…For instance, systematic development of core competency (Garavan, ; Hahn & Powers, ) and flexibility‐oriented organic structures through horizontal coordination across departments are positioned as having a stronger effect on implementation capability. In contrast, poor coordination across functions and inadequate information sharing hinder the quality of implementation (Hrebiniak, ; Short et al, ). These study findings emphasize managerial actions that coordinate organizational processes across functions as more likely to strengthen strategy implementation outcomes.…”

“…Even though many scholars have suggested the importance of HRD to organizational strategy (e.g., Garavan, ; Torraco & Swanson, ) and the value of HRD strategy to firm performance, the empirically based HRD literature is limited in explicating whether and/or how organizations integrate HRD in the formulation and implementation phase of a specific business strategy. At present, it is unclear as to how HRD may support or fail to support organization‐wide strategy (Gao, ; Poell, Rocco, & Roth, ; Short, Bing, & Kehrhahn, ) and the extent of its influence in shaping the course of strategy implementation such as Lean. Developing such an understanding will further clarify the value of aligning and integrating HRD in organization‐wide change efforts.…”

Training Failure as a Consequence of Organizational Culture

“…Wang and Wang (2005) acknowledged that the "market" is flooded with practitioners boasting HRD expertise. Short et al (2003) warned that HRD professionals cannot achieve status and power as long as many practitioners offer solutions "based on guesswork" instead of theory-driven research. Some practitioners recognize that the slow pace of professionalization undermines the field's credibility (Ruona et al, 2003) whereas others dismiss attempts at certification or credentialing (Claus & Collison, 2004;Kaeter, 1995).…”

A Review of Technology Research in HRD From a Design-Based Research Perspective

“…Third, DBR is process-oriented, as design researchers engage in a naturalistic inquiry and make an effort to understand the context of application thoroughly and refine the interventions continuously. Utility orientation is important as the entire DBR effort is “problem-focused, solution-driven” (Short, Bing, & Kehrhahn, 2003, p. 242). The designed intervention must work in the real practice of an organization.…”